Amy C. Edmondson

Novartis Professor of Leadership and Management

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. The Novartis Chair was established to enable the study of human interactions that lead to the creation of successful business enterprises for the betterment of society. 

Edmondson is the author of Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy (Jossey-Bass, 2012), Teaming to Innovate (Jossey-Bass, 2013), and more than seventy articles on leadership, teams, innovation, and organizational learning.  Number 15 on the 2013 Thinkers50 list of the worlds’ most influential management thinkers, Edmondson teaches on topics including leadership, teamwork, and innovation at HBS and around the world.

She has received numerous awards, including the Cummings Award for mid-career achievement from the Academy of Management in 2006, the Accenture Award for significant contribution to improving the practice of management in 2004, for her article with Anita Tucker, “Why hospitals don't learn from failures,” and selection as one of the 20 Most Influential International Thinkers in Human Resources (#7) by HR Magazine in 2013. 

Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design change programs in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller's mathematical contributions for a non-technical audience. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University.   



  1. Awarded the Doctorem Honoris Causa from Universiteit Maastricht in 2013.

  2. Included on the 2013 Thinkers50—a list of the top business thinkers.

  3. Named as one of the Most Influential International Thinkers of 2013 by HR Magazine.

  4. Winner of the 2012 Outstanding Publication in Organizational Behavior Award from the Academy of Management’s Organizational Behavior Division for "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work" (Academy of Management Journal, 2011) with James Detert.

  5. Honorable Mention, 2012 Best Conference Paper Prize from the Strategic Management Society for "Managing Ambiguity: Growing a New Business in a Nascent Industry" with Tiona Zuzul.

  6. The 16th Annual Massachusetts Innovation & Technology Exchange (MITX) Interactive Award in eLearning in 2011 with Michael Roberto for “Leadership and Team Simulation: Everest V2.”

  7. Winner of the Best Article published in 2011, from the Academy of Management Journal, for "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work" with Jim Detert (June 2011).

  8. Winner of the 2004 Accenture Award for "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" (with Anita Tucker, California Management Review, winter 2003).

  9. Winner of the 2000 Academy of Management Outstanding Publication in Organizational Behavior for "Psychological Safety and Learning Behavior in Work Teams" (Administrative Science Quarterly, December 1999).

  10. Winner of the Best Paper with Practical Implications Award from the Organizational Behavior Division of the Academy of Management for her paper with Melissa Valentine, "Team Scaffolds: How Minimal In-Group Structures Support Fast-Paced Teaming" (HBS Working Paper 12–062 and Academy of Management Best Paper Proceedings, 2012).